In a world where technology dictates the pace, digital transformation has become not just a trend, but a condition for the survival of businesses and government systems. Behind the scenes are business analysts, invisible architects who connect strategy and reality. But there are specialists who don’t just follow the process, they become the driving force behind change.
Nataliia Stashevska is an extraordinary expert at the intersection of FinTech, cybersecurity, and government information systems. Her journey from a school competition to working with multinational corporations and international government agencies is an example of how talent and perseverance can turn data analysis into an art form. Today, her projects address issues where not only money but also national security is at stake.
Nataliia, you have been involved in business analysis and digital transformation for over 15 years. How did you get into this field and what was the starting point of your journey?
It all started back in school when I won an advertising competition, not with creativity, but with analytics. I have always been able to see structure where others see chaos. In 11th grade, I received my first offer, and since then, analysis has become my natural tool.
In the early 2000s, the position of “business analyst” did not yet exist, but its functions already did. I worked with the largest agencies in Odessa and internationally, and at the age of 19, I was invited to join a large tobacco company. I developed my own market assessment formula for market evaluation, sales analysis, and new brand launches. That’s when I realized that analysis is like breathing for me; I live and breathe it.
You have worked with both businesses and government agencies. What experience was a turning point for you in understanding digital transformation?
My experience working in Germany in 2022. I went there with my company and started volunteering in government agencies, helping Ukrainian refugees. That’s when I realized that even a strong economy can lag behind in digitalization.
I worked with Ukrainian ID documents and saw how the electronic identification system was structured. When I told my German colleagues about our digital ecosystem, they smiled and said, “We will never defeat bureaucracy.” Six months later, Germany had already begun moving toward creating its own system. Very soon, the company I worked for signed a contract in the UK to digitize government services. This experience showed that leadership in transformation begins where you see the solution before others do.
Analysis is your superpower. How do you approach market and product research? Is it just numbers or more intuition?
It’s a symbiosis. I always start with data, open sources, official statistics, and research. But with experience, intuition and insight come into play, allowing you to see what is not on the surface. For example, during the crisis, I worked for a development company and realized that the market was stagnant. I analyzed the buyer profile: who is willing to buy real estate even in uncertain conditions, who is financially stable and psychologically ready for a deal, where they are located. We repositioned the product from economy to comfort class, taking advantage of a legal loophole in the clear classification, adding inexpensive improvements, and the margin grew by 30%. This is an example of how analytics can completely restart a business model.
Which project has been the most significant for you professionally?
Projects at SoftServe. One of them is a cyber platform, the second is the transfer of IT services from on-prem to cloud. Before the war started, we managed to extract critical data, ensuring its security and integrity. It was a huge responsibility, because we were dealing with clients from Europe and the US. Another project was the automation of internal IT service requests. We created a system where requests were processed several times faster, with automatic distribution of roles and costs. I like working at the intersection of business logic, law, and technology — that’s my element.
You often interact with top management and business owners. How does your leadership manifest itself?
For me, leadership is not about grand speeches, but the ability to tell the truth, even when it is uncomfortable. I can tell a top manager that a project in its current form will not be profitable, and this will save millions. I had a case where a project didn’t get off the ground simply because I wasn’t given access to the price list for calculations. That was a personal lesson for me: since then, I try to be involved at every stage and keep my finger on the pulse.
Your expertise covers FinTech, cybersecurity, and government systems. How do you manage to be so knowledgeable in several areas at once?
That’s the essence of the profession. A real business analyst is not just about numbers; it’s someone who understands the domain, has technical expertise, and is able to quickly immerse themselves in a new industry. I combine my legal education, business intuition, and technical skills. Today, I work in cybersecurity and developing requirements for policy systems. I’m inspired by the fact that I can be useful at different levels, from strategy to specific solutions.
What distinguishes a strong analyst from a merely good specialist?
The ability to anticipate. To dissect a system layer by layer, to see future needs before they have been formulated into demand. And the courage to voice your conclusions, even if they are not pleasant for everyone.
Digital transformation often meets with resistance within companies. How do you deal with this inertia?
Resistance is inevitable because transformation changes familiar processes, and people always defend the status quo. I start by showing the benefits: not only financial, but also operational. When employees see that the new system relieves them of routine tasks and saves time, they become allies. And with management, only one thing works: numbers and forecasts. You can’t argue with facts when you see the savings and growth. Employee training also plays an important role: sometimes it’s training sessions, sometimes it’s full-fledged programs for mastering the system.
Your work involves projects where the cost of a mistake can be very high. How do you maintain your composure and confidence in your decisions?
I always build a risk control system. Every decision goes through several levels of verification, and I see its consequences not only for the coming month, but also for the year ahead. Calmness comes with experience: when you have made critical decisions more than once and seen that your logic works. In this sense, I trust my system of analysis and intuition, which comes only from practice.
What advice would you give to those just starting out in business analysis and digital transformation?
Learn to see connections where others see noise. Curiosity, critical thinking, and a willingness to understand complex issues are the foundation. And then, only practice, courage, and honesty with yourself and your business. Real transformation begins with people who are not afraid to tell the truth.
How do you see the future of the business analyst and digital transformation professions over the next five years?
The role of the analyst will become even more strategic. Artificial intelligence will automate routine tasks, but it will not replace people who understand the essence of business and know how to connect different worlds: technology, strategy, and people. I think new hybrid roles will emerge, such as transformation analyst-architect. Those who can see the big picture and manage change will become key figures in any company.
Leadership in digital transformation often requires not only competence, but also charisma. How do you build trust with teams and top management?
For me, trust begins with transparency. I don’t hide the complexities of the project and always speak honestly about what could go wrong. People sense sincerity and professionalism when you talk about a problem and immediately offer a solution. I speak the language of business with top management and the language of processes and goals with the team. This creates a common ground where everyone understands why they are working, what value they will receive, and what the overall result will be.
What personal qualities have helped you rise to the top of the industry and remain a sought-after expert on an international level?
Probably three things: curiosity, critical thinking, and courage. I am always interested in how a business works from the inside, I like to get to the bottom of things and analyze the system “layer by layer,” sometimes even personally and manually, if it really helps the cause. Critical thinking helps me see the risks and not be fooled by initial successes. And courage is necessary to make decisions and take responsibility when millions of dollars and the company’s reputation are at stake.
